st Quarter Report April 30 th, 2013
|
|
- Roy Daniel
- 5 years ago
- Views:
Transcription
1 TACOMA 24 7 Providing Results on Tacoma s Core Services 1 st Quarter Report April 3 th, 4 TH QUARTER OFFICE OF MANAGEMENT AND BUDGET 1
2 24 TACOMA 7 Tacoma at a glance 22,1 23,33 population of which 11% are above 65 total licensed businesses in 212 of which 86,57 total housing units of which 35% 9.5% were new businesses are multi-unit housing 23% are below 18 2,2 miles of streets of which 61% are residential streets 2
3 T ACOMA 24 7 O VERVIEW PERFORMANCE MANAGEMENT Performance measures provide information on the efficiency and effectiveness of the City of Tacoma s operations. The City provides valuable City services 24 hours a day, seven days a week. The City hopes that by making this information accessible citizens will be better informed about the effectiveness of some City programs, how tax revenues are being spent, and progress toward the City's goals. TACOMA 24/7 REPORT Tacoma 24/7 is a quarterly report on 24 performance measures in 7 key service areas. The service areas and measures were selected due to their connection to the City Council s strategic priorities, relevancy to citizens, policy makers, and city management, and ability to be collected quarterly. 1 24/7 MEASURE EXAMPLE Measure Description This table includes a measure description and actions and initiatives to meet the target identified in the -214 biennial budget. s take into account budgetary restrictions and past performance. 2 Historical Performance The historical performance section shows the past year performance and the target for and Comparison Where available, annual comparison data for similar cities is shown. Some measures do not have comparison data due to difference in the way data is collected or defined. 4 Current Performance The current performance section is updated quarterly. The quarterly target shows how the quarterly performance compares to the goal. 3
4 24 T ACOMA S ERVICE A REAS 7 1 : P u b l i c S a f e t y 2 : I n f r a s t r u c t u r e 3 : C o m m u n i t y S e r v i c e s 4 : E c o n o m i c D e v e l o p m e n t 5 : C o n v e n t i o n, V i s i t o r & A r t s 6 : S u s t a i n a b i l i t y 7 : O p e n G o v e r n m e n t 4
5 S ERVICE A REA 1: P UBLIC S AFETY Measure 1. Percentage of Incidents where the First Arriving Unit is on Emergency Scene Within Response Time Goal 2. Average Response Time for the First Arriving Unit to arrive at the Emergency Scene 3. Percentage of Incidents where a Medic Company is on Emergency Scene Within Response Time Goal 4. Average Response Time for Medic Company to Arrive on Emergency Scene Q4 Q4 Actual Annual Annual Actual 9% 92% 9% 91% 6:6 6:1 6:6 6:15 PROVIDING9% RESULTS ON 8% TACOMA S9% CORE 79% 8:35 8:16 8:35 8:3 Tracking 5. Number of Crimes Against Persons 1, ,12 4, Number of Crimes Against Persons per 1, Residents Number of Crimes Against Property 5,412 5,83 21,216 21,4 8. Number of Crimes Against Property per 1, Residents 9. Average Police Response Time to Emergency Calls (in minutes) Met or Exceeded : 4:42 4: 4:5 Within 1% of Not Met 5
6 Urban goal is 8 minutes and 12 seconds and suburban goal is 9 minutes and 3 seconds. Time it takes for crews to arrive at the scene of an emergency incident, including dispatch, turnout, and travel time. Decreased response times help firefighters arrive faster and reduce potential for loss of property and life. P UBLIC % 1% 8% 6% 4% 2% PERFORMANCE S AFETY 1. Percentage of Incidents the First Fire Company Arrives Within Response Time Goal De-centralized training allows personnel to take the "classroom" portion of required training from their fire station. This allows firefighters to remain in their response district, and increases personnel s availability for emergency responses. PERCENTAGE OF INCIDENTS THE FIRST FIRE COMPANY ARRIVES 1% 8% 6% 4% 2% WITHIN RESPONSE TIME GOAL 93% 92% 9% 9% PERCENTAGE OF INCIDENTS THE FIRST FIRE COMPANY ARRIVES WITHIN RESPONSE TIME GOAL 91% 91% 9% 92% s % Jan-Mar Apr-Jun Jul-Sept Oct-Dec Annual Performance Actual Total: 91% 6
7 P UBLIC S AFETY 2. Average Response Time for the First Arriving Fire Company Average time from dispatch for crews to arrive at the scene of an emergency incident, including turnout and travel time. Decreased response times help firefighters arrive faster and reduce potential for loss of property and life. The Tacoma Fire Department is involved in a multi-year project through South Sound 911 to improve dispatch times. The initial phase of the project includes upgrading radio equipment and call processing procedures in /214. 9:36 7:12 4:48 2:24 : AVERAGE RESPONSE TIME FOR THE FIRST ARRIVING FIRE COMPANY 6:2 6:1 6:6 6: :36 7:12 4:48 2:24 8:1 COMPARISON AVERAGE RESPONSE TIME FOR THE FIRST ARRIVING FIRE COMPANY (212) 6:1 6:4 5:1 9:36 7:12 4:48 2:24 PERFORMANCE AVERAGE RESPONSE TIME FOR THE FIRST ARRIVING FIRE COMPANY 6:18 6:15 6:24 6:1 s : Vancouver, Tacoma, Spokane, Seattle, : Jan-Mar Apr-Jun Jul-Sept Oct-Dec Annual Performance Actual Total: 6:15 7
8 P UBLIC % PERFORMANCE S AFETY 3. Percentage of Incidents the First Medic Company Arrives Within Response Time Goal Response time goal is 1 minutes and 3 seconds. Time it takes for medic units to arrive at the scene of an Advanced Life Support emergency, including dispatch, turnout, and travel time. Decreasing response time means that firefighter paramedics reach patients faster in an emergency. By using de-centralized training, including webbased modules, personnel can now take the "classroom" portion of required training from their fire station. This allows firefighters to remain in their response district, and increases personnel s availability for emergency responses. 1% 8% 6% 4% 2% 1% 8% 6% 4% 2% PERCENTAGE OF INCIDENTS THE FIRST MEDIC COMPANY ARRIVES WITHIN RESPONSE TIME GOAL 81% 8% % 9% 214 PERCENTAGE OF INCIDENTS THE FIRST MEDIC COMPANY ARRIVES WITHIN RESPONSE TIME GOAL 78% 79% 77% 8% s % Jan-Mar Apr-Jun Jul-Sept Oct-Dec Annual Performance Actual Total : 79% 8
9 P UBLIC S AFETY 4. Average Response Time for First Arriving Medic Company Average time for crews to arrive at the scene of an advanced life support emergency medical incident. Reducing response times means that firefighter paramedics are reaching the scene of emergencies faster. 9:36 7:12 AVERAGE RESPONSE TIME FOR FIRST ARRIVING MEDIC COMPANY 8:23 8:48 8:35 8:35 The Tacoma Fire Department monitors travel time and dispatch data to determine resource allocations. By modeling data and modifying resource allocations, the Department works to provide a consistent response time for citizens. 4:48 2:24 : COMPARISON PERFORMANCE AVERAGE RESPONSE TIME FOR FIRST ARRIVING MEDIC COMPANY (212) 9:36 8:48 7:12 7:8 6:29 9:36 7:12 AVERAGE RESPONSE TIME FOR FIRST ARRIVING MEDIC COMPANY s 4:48 4:14 4:48 8:34 8:34 8:41 8:16 2:24 2:24 : Tacoma, Seattle, Spokane Salt Lake City, UT : Jan-Mar Apr-Jun Jul-Sept Oct-Dec Annual Performance Actual Total: 8:3 9
10 P UBLIC S AFETY 5. Number of Crimes Against Persons Number of crimes against persons using the FBI s National Incident Based Reporting System. Crimes against persons consist of homicide, sex offenses, assault and kidnapping abduction. This measure is a reflection of community safety, and provides a point of comparison to other cities. The Tacoma Police Department actively investigates homicides, sex offenses, aggravated assaults and kidnapping incidents. Using a data-driven approach, hot spots and crime patterns can be used to detect areas in the City that have a higher crimes against person rate. 6, 5, 4, 3, 2, 1, NUMBER OF CRIMES AGAINST PERSONS 4,756 4,625 5,12 5, PERFORMANCE 214 *Past data will be updated each quarter based on current information. 1,4 1,2 1, NUMBER OF CRIMES AGAINST PERSONS 1,119 1,147 1, Jan-Mar Apr-Jun Jul-Sept Oct-Dec Annual Performance Actual Total: 4,345 s 1
11 P UBLIC S AFETY 6. Number of Crimes Against Persons per 1, Number of crimes against persons using the FBI s National Incident Based Reporting System. Crimes against persons consist of homicide, sex offenses, assault and kidnapping abduction. This rate is a reflection of community safety, and provides a point of comparison to other cities. Using a data-driven approach, crime patterns can be used to detect areas that have a higher crimes against person rate. Previous emphasis on gang related incidents have been successful in reducing crime. Apprehension and working collaboratively with the Prosecutor's Office to hold those individuals accountable helps to reduce crimes against persons COMPARISON NUMBER OF CRIMES AGAINST PERSONS PER 1, (212) NUMBER OF CRIMES AGAINST PERSONS PER 1, PERFORMANCE NUMBER OF CRIMES AGAINST PERSONS PER 1, 4.7 s. Des Richmond, Tacoma, Seattle, Vancouver, Moines, IA VA *Past data will be updated each quarter based on current information.. Jan-Mar Apr-Jun Jul-Sept Oct-Dec Annual Performance Actual Total:
12 P UBLIC S AFETY 7. Number of Crimes Against Property Number of crimes against property using the FBI s National Incident Based Reporting System (NIBRS). Crimes Against Property includes but not limited to arson, burglary, destruction/vandalism, fraud, larceny theft, motor vehicle theft, robbery, and stolen property. 25, 2, 15, NUMBER OF CRIMES AGAINST PROPERTY 2,96 21,965 21,216 21,146 The department is using a predictive policing software (PredPol) to identify hot spots within the City for selected crimes. Officers are directed to patrol those areas in between calls for service. Investigative Bureau's Career Criminal Unit's mission is to focus on those individuals (2%) causing 8% of the criminal activity. 1, 5, PERFORMANCE 214 NUMBER OF CRIMES AGAINST PROPERTY *Past data will be updated each quarter based on current information. 6, 5, 4, 3, 2, 1, 5,273 4,488 5,476 5,83 Jan-Mar Apr-Jun Jul-Sept Oct-Dec Annual Performance Actual Total: 21,4 s 12
13 P UBLIC S AFETY 8. Crimes against Property per 1, Residents Number of crimes against property using the FBI s National Incident Based Reporting System (NIBRS). Crimes Against Property includes but not limited to arson, burglary, destruction/vandalism, fraud, larceny theft, motor vehicle theft, robbery, stolen property NUMBER OF CRIMES AGAINST PROPERTY PER 1, RESIDENTS The department is using a predictive policing software (PredPol) to identify hot spots within the City for selected crimes. Officers are directed to patrol those areas in between calls for service focusing on theft from vehicles, burglaries, wire theft and other property related crimes COMPARISON NUMBER OF CRIMES AGAINST PROPERTY PER 1, RESIDENTS (212) PERFORMANCE NUMBER OF CRIMES AGAINST PROPERTY PER 1, RESIDENTS s 3.. Tacoma, Richmond, VA Seattle, Des Vancouver, Moines, IA *Past data will be updated each quarter based on current information. 6.. Jan-Mar Apr-Jun Jul-Sept Oct-Dec Annual Performance Actual Total:
14 P UBLIC S AFETY 9. Average Police Response Time to Emergency Calls (in minutes) Time from when the communications center dispatches an officer to when an officer arrives on scene for emergency calls for service. This metric allows the department to benchmark response times and reduce response time to improve enforcement and public safety. Police response time to emergency calls are captured monthly on the Executive Dashboard. Staff monitors staffing numbers of primary call responders in each sector to stay under the 4 minute response. 7:4 5:45 3:5 1:55 : AVERAGE POLICE RESPONSE TIME TO EMERGENCY CALLS (IN MINUTES) 3:57 3:55 4: 4: : 7:4 5:45 3:5 1:55 COMPARISON AVERAGE POLICE RESPONSE TIME TO EMERGENCY CALLS (212) 5:5 3:56 3:55 3:2 5:45 3:5 1:55 PERFORMANCE AVERAGE POLICE RESPONSE TIME TO EMERGENCY CALLS (IN MINUTES) 7:4 4:2 3:36 4: 4:42 s : Seattle, Des Moines, IA Vancouver, Tacoma, Richmond, VA : Jan-Mar Apr-Jun Jul-Sept Oct-Dec Annual Performance Actual Total: 4:5 14
15 S ERVICE A REA 2: I NFRASTRUCTURE Measure Q4 Q4 Actual Annual Annual Actual Tracking 1. Average Response Time to Temporarily Repair Potholes (Days) Lane Miles of Road Surface Treatment (Chip Seal, Overlays) PROVIDING RESULTS 1. ON 2.2 TACOMA S 15. CORE 14.8 Met or Exceeded Within 1% of Not Met 15
16 Response time goal is 2 days for arterials and 1 days for residential. Average response time in days from complaint to temporary repair of potholes. Potholes contribute to the deterioration of the roadway and are a nuisance to drivers and the community.. I NFRASTRUCTURE 1. Average Response Time to Temporarily Repair Reported Potholes Staff is improving the efficiency of the pothole repair process by using GPS technology to identify routes for repairs and track repairs. 1,215 reports were received in 212. Winter months are one of the busiest periods of the year, due to the weather. 445 notifications were received in the 1 st quarter, 42 in Q2, 284 in Q3, and 261 in Q AVERAGE RESPONSE TIME TO TEMPORARILY REPAIR REPORTED POTHOLES (# OF DAYS ) Portland, OR COMPARISON AVERAGE RESPONSE TIME TO TEMPORARILY REPAIR REPORTED POTHOLES (# OF DAYS - 212) Tacoma, Spokane, Seattle, PERFORMANCE AVERAGE RESPONSE TIME TO TEMPORARILY REPAIR REPORTED POTHOLES (# OF DAYS ) Jan-Mar Apr-Jun Jul-Sept Oct.-Dec Annual Performance Actual Total: 6.4 s 16
17 Number of lane miles treated with pavement preservation techniques such as chip seals and overlays. Treatment methods are cost-effective practices that extend pavement life and improve safety and motorist satisfaction while saving public tax dollars. Street Operations is committed to improving the conditions of Tacoma's streets through the residential street restoration and chip seal programs. Street Operations is a weather dependent activity. Most work is completed during the summer months of the year. COMPARISON I NFRASTRUCTURE 11. Lane Miles of Road Surface Treatment (Chip Seal, Overlays) 36 LANE MILES OF ROAD SURFACE TREATMENT Equates to.7% of Total Lane Miles PERFORMANCE ANNUAL ROAD SURFACE TREATMENT AS A PERCENTAGE OF TOTAL LANE MILES (212) 2.5% 2.% 1.5% 1.%.5%.% 2.% Bellevue, 1.% 1.% Spokane, Portland, OR.6%.5% Tacoma, Seattle, LANE MILES OF ROAD SURFACE TREATMENT s. Jan-Mar Apr-Jun Jul-Sept Oct.-Dec Annual Performance Actual Total:
18 S ERVICE A REA 3:COMMUNITY S ERVICES Measure Q4 Q4 Actual Annual Actual Tracking 12. Number of Tacoma Residents Receiving Social Services - 16,25 181, 16, Number of Items Checked Out (Library Circulation) 14. Average Days from Complaint to Initial Inspection of Code Violation PROVIDING 2,242 RESULTS 2,276 ON TACOMA S 8,97 CORE 9, Met or Exceeded Within 1% of Not Met 18
19 C OMMUNITY S ERVICES 12. Number of Tacoma Residents Receiving Social Services Unduplicated count of residents served by organizations funded through the Human Services program. Includes duplicated count of residents served by more than one program. Tracks the number of people impacted by City funding and social service need in the community. Programs are required to submit performance goals for the number of residents served and other indicators of their performance, such as hours of case management, hours of program activities, and number of bednights. Funding balances the need to meet strategic community outcomes as well as reach the maximum number of residents in need. NUMBER OF TACOMA RESIDENTS RECEIVING SOCIAL 25, 2, 15, 1, 5, 21, , 181, HUMAN FUNDING FUNDING BY PRIORITY AREA (TOTAL = $8.44 MILLION) PERFORMANCE (YEAR TO DATE) NUMBER OF TACOMA RESIDENTS RECEIVING SOCIAL Basic Needs, $3,736,2, 44% Human Services Stabilization Fund, $25,, 3% Youth Services, $3,449,2, 41% Employability, $1,4,6, 12% 2, 15, 1, 5, 16,25 Year to Date Annual Performance Actual Total: 16,25 19
20 C OMMUNITY S ERVICES 13. Number of Library Items Checked Out per 1, Residents Number of items checked out through the Tacoma Public Library, such as books, CDs, tapes, and DVDs. Circulation numbers help librarians monitor and plan for future use of library materials. The Integrated Library System will provide better information about reading trends. Reading trend information allows librarians to strategically purchase items for the public. 12, 1, 8, 6, 4, 2, COMPARISON NUMBER OF LIBRARY ITEMS CHECKED OUT PER 1, RESIDENTS (212) 9,585 9,563 Spokane, Tacoma, 12, 1, 8, 6, 4, 2, 6,727 6,616 Des Moines, IA St. Petersburg, FL 5,54 Richmond, VA 3, 2,5 2, 1,5 1, 5 2,359 NUMBER OF LIBRARY ITEMS CHECKED OUT PER 1, RESIDENTS 9,973 9,563 8,97 8, Equates to 1,8, Items Check Out PERFORMANCE NUMBER OF LIBRARY ITEMS CHECKED OUT PER 1, RESIDENTS 2,443 2,514 2,276 s Jan-Mar Apr-Jun Jul-Sept Oct.-Dec Annual Performance Actual Total: 9,592 2
21 C OMMUNITY S ERVICES 14. Average Days from Complaint to Initial Inspection of Code Violation Number of days from when a complaint is received to when the initial inspection occurs. Responsive Code Enforcement improves customer service for those reporting code violations and provides a faster enforcement process for the community. Code Compliance implemented an automated case setup system in the third quarter of. The automated system allows for more efficient case creation and reduce response time for both complaint driven and proactive inspections. AVERAGE DAYS FROM COMPLAINT TO INITIAL INSPECTION COMPARISON AVERAGE DAYS FROM COMPLAINT TO INITIAL INSPECTION Tacoma, 12 Spokane, (212) 1 Seattle, 3 Des Moines, IA 1 1 St. Vancouver, Petersburg, FL PERFORMANCE AVERAGE DAYS FROM COMPLAINT TO INITIAL INSPECTION 1 Jan-Mar Apr-Jun Jul-Sept Oct.-Dec Annual Performance Actual Total: s 21
22 S ERVICE A REA 4: E CONOMIC D EVELOPMENT Measure Q4 Q4 Actual Annual Annual Actual Tracking 15. Number of Building Permits Issued Residential ,76 1,143 Commercial Total Value of Building PROVIDING Permits Issued RESULTS (Millions) ON TACOMA S CORE Residential $21.19 $19.99 $84.77 $78. Commercial $66.69 $34.39 $ $ Average Number of Days to Issue a Building Permit Residential Commercial Met or Exceeded Within 1% of Not Met 22
23 E CONOMIC D EVELOPMENT 15. Number of Building Permits Issued Number of permits issued for residential and commercial projects. Housing starts and building permits are considered a leading economic indicator. Construction growth usually picks up at the beginning of the business cycle. In May, Planning and Development Services rolled out a new website with expanded online services. Online services will enable greater efficiencies in the system and the ability to issue permits more quickly COMPARISON NUMBER OF BUILDING PERMITS ISSUED 11.6 Bellevue, 1, RESIDENTS (212) 1.4 Vancouver, 2, 1,5 1, 5 PROVIDING RESULTS ON TACOMA S CORE Seattle, Tacoma, PER 4.7 Pierce County NUMBER OF BUILDING PERMITS ISSUED Residential Commerial 673 1, ,76 1, Equates to 8.6 Permits per 1, PERFORMANCE Residential NUMBER OF BUILDING PERMITS ISSUED Commerical Jan-Mar Apr-Jun Jul-Sep Oct-Dec Annual Performance Actual Total: R-1,154 (9.4/1, Residents) C- 731 s 23
24 E CONOMIC D EVELOPMENT 16. Value of Building Permits Issued Value of construction for both residential and commercial projects. The dollar value varies by the number and magnitude of construction projects. VALUE OF BUILDING PERMITS ISSUED (MILLIONS) Residential Commerial $5. $4. Where valuation of the work is provided by the contractor/applicant, this information is being carefully review to determine if the valuation is accurate for the proposed work. $5. $4. $3. $2. $1. $. COMPARISON AVERAGE VALUE PER BUILDING PERMIT ISSUED (THOUSANDS - 212) $442.1 Seattle, $26.7 Bellevue, $197.3 Pierce County, $3. $2. $1. $189.3 $257.6 PROVIDING RESULTS ON $. TACOMA S CORE $194.3 Tacoma, $88.2 Vancouver, $266.8 $28.8 $62.4 $49.2 $84.8 $ Equates to $24,265 Average Value per Permit PERFORMANCE VALUE OF BUILDING PERMITS ISSUED (MILLIONS) Residential Commerical $12. $1. $8. $6. $4. $56.1 $67.9 $89.8 $34.4 $2. $. $21.8 $16.7 $19.5 $2. Jan-Mar Apr-Jun Jul-Sep Oct-Dec Annual Performance Actual Total: R-$78 C- $248 s 24
25 E CONOMIC D EVELOPMENT 17. Average Number of Days to Issue Permits Number of permits issued for residential and commercial projects. Housing starts and building permits are considered a leading economic indicator. Construction growth usually picks up at the beginning of the business cycle. Planning and Development Services categorized permits based on the time to issue permits; 2 days, 2 weeks, 2 months. These categories allow staff to better monitor how long it is taking to process permits AVERAGE NUMBER OF DAYS TO ISSUE PERMITS 36 Residential 42 Commerial COMPARISON AVERAGE NUMBER OF DAYS TO ISSUE PERMITS (212) Bellevue, Commerial Seattle, Spokane Residential Pierce County Tacoma, PERFORMANCE AVERAGE NUMBER OF DAYS TO ISSUE PERMITS Residential Commerical Jan-Mar Apr-Jun Jul-Sep Oct-Dec Annual Performance Actual Total: R-3 C- 12 s 25
26 S ERVICE A REA 5: C ONVENTION, V ISITOR, & A RTS Measure 18. Arts and Cultural Attendance Q4 Q4 Actual Annual Annual Actual 2, 184,88 775, 542, Percentage of Available Space Occupied At Greater 24% 39% 27% 31% Tacoma Convention and Trade Center 2. Percentage of Available Days Occupied At Tacoma Dome 42% 49% 44% 52% Tracking Met or Exceeded Within 1% of Not Met 26
27 C ONVENTION, V ISITOR & A RTS 18. Arts and Cultural Events Attendance Number of attendees at arts and cultural organizations and events funded by the Tacoma Arts Commission. Organizations and events include, but are not limited to: Museum of Glass, Grand Cinema, and Tacoma Art Museum ARTS AND CULTURAL EVENT ATTENDANCE 1,, 725, 713,63 775, 8, 8, The Tacoma Arts Commission balances the goal of maximize the number of attendees with the need to reach broad portions of the community and offer a diverse selection of programs. While similar numbers of programs are funded in compared to past years, the types of projects funded in 213 focused on broadening and diversifying audiences. Therefore, attendance levels are lower than the target and previous years. 6, 4, 2, PERFORMANCE 214 ARTS AND CULTURAL EVENT ATTENDANCE 25, 2, 15, 1, 123,76 119, , ,88 s 5, Jan-Mar Apr-Jun Jul-Sept Oct.-Dec Annual Performance Actual Total: 542,96 27
28 C ONVENTION, V ISITOR & A RTS 19. Percentage of Available Space Occupied At Greater Tacoma Convention and Trade Center Percentage of space at the Greater Tacoma Convention and Trade Center that is occupied during the quarter. This measure is an indicator how much the of the Convention Center facility is used. Public Assembly Facilities contracting with Tacoma Regional Convention and Visitor Bureau to manage long-term sales. Internal sales staff focus on 14 months and under sales booking. 1% 75% 5% 25% % PERCENTAGE OF AVAILABLE SPACE OCCUPIED AT GREATER TACOMA CONVENTION AND TRADE CENTER 25% 26% 27% 27% % COMPARISON PERCENTAGE OF AVAILABLE SPACE OCCUPIED AT CONVENTION CENTER (212) PERFORMANCE PERCENTAGE OF AVAILABLE SPACE OCCUPIED AT GREATER TACOMA CONVENTION AND TRADE CENTER 1% 75% 75% 5% 25% 5% 48% 38% 26% 5% 25% 3% 29% 24% 39% s % Vancouver, Portland, OR Bellevue, Tacoma, % Jan-Mar Apr-Jun Jul-Sept Oct-Dec Annual Performance Actual Total: 31% 28
29 C ONVENTION, V ISITOR & A RTS 2. Percentage of Available Days Occupied At the Tacoma Dome Percentage of days that the Tacoma Dome is in use of the total days that the Tacoma Dome is available for use. This measure shows the occupancy of the facility and is an indicator of its economic benefit. Dome joined the Venue Coalition to help secure additional concerts and other events. Changes in internal structure and staffing will allow increased focus on booking events. 1% 75% 5% 25% % PERCENTAGE OF AVAILABLE DAYS OCCUPIED AT TACOMA DOME 43% 5% % 44% 214 1% 75% 5% 25% % 55% Spokane, 5% Tacoma, COMPARISON PERCENTAGE OF AVAILABLE DAYS OCCUPIED AT DOME FACILITIES (212) 41% Fort Collins, CO 38% 36% Portland, OR Seattle, PERFORMANCE PERCENTAGE OF AVAILABLE DAYS OCCUPIED AT TACOMA DOME 1% 75% 5% 25% % 61% 43% 53% 49% Jan-Mar Apr-Jun Jul-Sept Oct-Dec Annual Performance Actual Total: 52% s 29
30 S ERVICE A REA 6: S USTAINABILITY Measure Q4 Q4 Actual Annual Annual Actual Tracking 21. Composition of Residential Waste Stream per Household (Pounds) ,238 3, Miles of Bike Infrastructure (Lanes, Sharrows, Boulevards PROVIDING ) RESULTS ON TACOMA S CORE Met or Exceeded Within 1% of Not Met 3
31 Pounds of waste, recycling, and yard and food waste products, such as commingled recycling, glass, yard waste, and food waste, per Residential Household. Recycling promotes responsible environmental stewardship and long-term sustainability. Recycling also a cost effective alternative to burying waste in landfills. ed education and expanded recycling programs, including implementation of residential food waste collection & establishment of a drop-off Styrofoam recycling program by installing an EPS Densifier at the Recycle Center. The City s goal is to reduce the amount of waste disposed in per capita pounds per day from 4.5 pounds in 28 to 1.9 pounds in 232. That is approximately a 76% reduction in per capita waste disposal. PROVIDING RESULTS ON 6 TACOMA S CORE S USTAINABILITY 21. Composition Residential Waste Stream per Residential Household (Pounds) 3,6 3, 2,4 1,8 1,2 966 POUNDS OF RESIDENTIAL STE AND RECYCLING PER RESIDENTIAL HOUSEHOLD Solid Waste Recyclables Yard and Food Waste 1,48 1,44 1, ,633 1,521 1,545 1, Jan- Mar Jan- Apr- Apr- PERFORMANCE Jul- Jul- Mar Jun Jun Sep Sep Oct- Oct- Dec Dec POUNDS OF RESIDENTIAL STE AND RECYCLING PER RESIDENTIAL HOUSEHOLD 1, Jan-Mar Apr-Jun Jul-Sep Oct-Dec Solid Waste Recyclables Yard Waste Solid Waste Recyclables Yard Waste Annual Performance Actual Total: 3,53 31
32 S USTAINABILITY 22. Miles of Bike Infrastructure (Lanes, Sharrows, Boulevards and Trails) Number of new miles of non-motorized facilities installed, such as bike lanes, sharrows, and trails. Non-motorized infrastructure helps reduce single occupant vehicle trips and helps meet federal, state and City requirements to accommodate all modes of transportation in public right-of-ways, and create opportunities for more active and healthy lifestyles. The City obtained grants to construct the top 4 priorities in the Mobility Master Plan, totaling 13.5 miles of new bikeways. The estimated target of 18.6 miles has been impacted by the delay of two projects, Water Ditch Trail Phase 2 and the Top 4 Bikeways projects, which have been moved from to MILES OF BIKE INFRASTRUCTURE PERFORMANCE MILES OF BIKE INFRASTRUCTURE ( ) 3. Richmond, VA 26.8 Salt Lake City, UT 23.6 Portland, OR 14.5 Seattle, 12. Tacoma, MILES OF BIKE INFRASTRUCTURE Jan-Mar Apr-Jun Jul-Sept Oct.-Dec Annual Performance Actual Total: 2.9 s 32
33 S ERVICE A REA 7: O PEN G OVERNMENT Measure Q4 Q4 Actual* Annual Annual Actual Tracking 23. General Fund Expenditure as Percentage of Projection -2% -1.5% -2% -1.5% 24. General Fund Revenue PROVIDING as RESULTS ON TACOMA S CORE 2%.8% 2%.8% Percentage of Projection Met or Exceeded Within 1% of Not Met *As compared to revised projection presented to the Council in October 33
34 O PEN G OVERNMENT 23. General Fund Expenditure as Percentage of Projection Percentage difference between the General Fund expenditure projection and actuals. The City Council adopts a Biennial Budget every two years, the current budget is for A negative variance means the expenditures are under budget. Accurate estimates are key to maintaining a balanced budget and for forecasting next year s budget. Monthly and quarterly financial reports are provided to the City Manager and City Council. 6.% 3.%.% 3.% 6.% PERCENT VARIANCE FROM ESTIMATE.6%.4% PERFORMANCE 2.% Year End Expenditure Projection Year End Expenditure Actual (unaudited) $18,224,122 $177,475,622 6.% 3.%.% PERCENT VARIANCE FROM ESTIMATE 3.% 1.5% 5.4% 4.5% 4.7% 6.% Jan Mar Apr Jun Jul Sept Oct Dec Annual Performance Actual Total: -1.5% s 34
35 O PEN G OVERNMENT 24. General Fund Revenues as Percentage of Projection Percentage difference between the General Fund revenue projection and actuals. The City Council adopts a Biennial Budget every two years, the current budget is for A positive variance means the revenues are above the budget projection. Accurate estimates are key to maintaining a balanced budget and for forecasting next year s budget. Monthly and quarterly financial reports are provided to the City Manager and City Council. 2.4% 2.% 1.6% 1.2%.8%.4% PROVIDING RESULTS.% ON TACOMA S CORE.4%.1% PERCENT VARIANCE FROM ESTIMATE.9% PERFORMANCE 2.% Year End Revenue Projection Year End Revenue Actual (unaudited) $198,795,395 $2,425,779 6.% 3.%.% PERCENT VARIANCE FROM ESTIMATE 4.4% 3.6% 3.4%.8% s 3.% 6.% Jan Mar Apr Jun Jul Sept Oct Dec Annual Performance Actual Total:.8% 35
36 TACOMA 24 7 Providing Results on Tacoma s Core Services 1 st Quarter Report April 3 th, 4 TH QUARTER OFFICE OF MANAGEMENT AND BUDGET 36
TACOMA st Quarter Report April 30 th, Providing Results on Tacoma s Core Services OFFICE OF MANAGEMENT AND BUDGET 1
24 TACOMA 7 Providing Results on Tacoma s Core Services 1 st Quarter Report April 3 th, OFFICE OF MANAGEMENT AND BUDGET 1 24 TACOMA 7 Tacoma at a glance 2,678 23,33 population of which 11% are above 65
More informationst Quarter Report April 30 th, 2013
24 TACOMA 7 Providing Results on Tacoma s Core Services 2013 1 st Quarter Report April 30 th, 2013 4 TH QUARTER 2014 OFFICE OF MANAGEMENT AND BUDGET 1 24 TACOMA 7 Tacoma at a glance 203,446 22,603 population
More information2 ND QUARTER 2015 OFFICE OF MANAGEMENT AND BUDGET
2 ND QUARTER 215 OFFICE OF MANAGEMENT AND BUDGET 1 23,446 28,223 population of which 11% are above 65 TACOMA AT A GLANCE total licensed businesses in 214 of which 7% were new businesses 85,786 total housing
More information1ST QUARTER 2015 OFFICE OF MANAGEMENT AND BUDGET
1ST QUARTER 2015 OFFICE OF MANAGEMENT AND BUDGET 1 203,446 28,223 population of which 11% are above 65 TACOMA AT A GLANCE total licensed businesses in 2014 of which 7% were new businesses 85,786 total
More informationMETRO. Monthly Board Report. June 2006
METRO Monthly Board Report Operating Capital Service Performance June 26 7/17/26 June 26 MONTHLY BOARD REPORT INDEX Section A Section B Section C Section D Section E Section F Section G Operating Budget
More information2013/2014 Biennial Budget 2 nd Quarter 2014 Financial Report and Mid-Year Budget Adjustment. Presented by City Council Study Session July 29, 2014
2013/2014 Biennial Budget 2 nd Quarter 2014 Financial Report and Mid-Year Budget Adjustment Presented by City Council Study Session July 29, 2014 1 2 nd Quarter 2014 Financial Presentation General Fund
More informationMETRO. Fiscal Year 2012 Monthly Board Report. September 2012 (Fourth Quarter Fiscal Year-to-Date)
METRO Fiscal Year 2012 Monthly Board Report Revenue Expense Ridership Performance (Fourth Quarter Fiscal Year-to-Date) This report is based on a preliminary closing of the year-end financials for FY2012
More informationSafer Neighborhoods Initiative
What is the Safer Neighborhoods Initiative The Safer Neighborhoods Initiative is a plan to increase public safety and reduce crime, improve police and fire response times, and increase participation/collaboration
More informationFY18 City Council Goal Measures Fourth Quarter Report. City of Sugar Land s Mission CITY COUNCIL MID-TERM PRIORITIES.
CITY COUNCIL MID-TERM PRIORITIES Safest City in America Strong Local Economy Responsible City Government Great Place to Live Building Community City of Sugar Land s Mission To enhance the quality of life
More informationSafer Neighborhoods Initiative. Presenter: Jim Holgersson, City Manager City of Modesto June 9, 2015
Safer Neighborhoods Initiative Presenter: Jim Holgersson, City Manager City of Modesto June 9, 2015 Overview Challenge Economy Fiscal State of the City Two Big Metrics Benchmarks and Comparisons Strategic
More informationMETRO. Fiscal Year 2013 Monthly Board Report. December 2012 (First Quarter Fiscal Year-to-Date)
METRO Fiscal Year 2013 Monthly Board Report Revenue Expense Ridership Performance (First Quarter Fiscal Year-to-Date) 1/14/2013 Table of Contents Section A Section B Section C Section D Section E Section
More informationMETRO. Fiscal Year 2013 Monthly Board Report. November 2012
METRO Fiscal Year 2013 Monthly Board Report Revenue Expense Ridership Performance 12/13/2012 Table of Contents Section A Section B Section C Section D Section E Section F Section G Section H Section I
More informationMETRO. Fiscal Year Monthly Performance Report. Revenue Expense Ridership Performance. November 2018 (Third Quarter Fiscal Year-to Date)
METRO Fiscal Year 2019 Monthly Performance Report Revenue Expense Ridership Performance (Third Quarter Fiscal Year-to Date) 12/12/2018 Table of Contents Section A Section B Section C Section D Section
More informationProposed Biennial Budget
2017-2018 Proposed Biennial Budget T.C. Broadnax, City Manager City Council Budget Worksession October 4, 2016 3 Agenda Budget Overview Budget Development Process Financial Overview Proposed Budget Highlights
More informationMETRO. Fiscal Year Monthly Performance Report. Revenue Expense Ridership Performance. February 2018 (First Quarter Fiscal Year-to Date)
METRO Fiscal Year 2018 Monthly Performance Report Revenue Expense Ridership Performance (First Quarter Fiscal Year-to Date) 3/12/2018 Table of Contents Section A Section B Section C Section D Section E
More informationMETRO. Fiscal Year 2013 Monthly Board Report. January 2013
METRO Fiscal Year 2013 Monthly Board Report Revenue Expense Ridership Performance 2/14/2013 Table of Contents Section A Section B Section C Section D Section E Section F Section G Section H Section I Section
More informationMETRO. Fiscal Year 2012 Monthly Board Report. December 2011 (First Quarter Fiscal Year-to-Date)
METRO Fiscal Year 2012 Monthly Board Report Revenue Expense Ridership Performance (First Quarter Fiscal Year-to-Date) 1/27/2012 Table of Contents Section A Section B Section C Section D Section E Section
More informationMETRO. Fiscal Year 2017 Monthly Performance Report. Revenue Expense Ridership Performance. October 2016
METRO Fiscal Year 2017 Monthly Performance Report Revenue Expense Ridership Performance 11/18/2016 Table of Contents Section A Section B Section C Section D Section E Section F Section G Section H Section
More informationPerformance Management Accountability Meeting Data as of October, 2012
Performance Management Accountability Meeting Data as of October, 2012 Richard A. Davey, Secretary & CEO Office of Performance Management and Innovation Celia J. Blue, Assistant Secretary November 27,
More informationMETRO. Fiscal Year 2014 Monthly Board Report. May 2014
METRO Fiscal Year 2014 Monthly Board Report Revenue Expense Ridership Performance 7/11/2014 Table of Contents Section A Section B Section C Section D Section E Section F Section G Section H Section I Section
More informationCity of Santa Barbara
Attachment #2 City of Comparative Indicators Report Fiscal Year 2012 Budgets November 2011 Page 1 of 5 Attachment #2 The Comparative Indicators report is a snapshot of information in six key areas. The
More informationMETRO MONTHLY BOARD REPORT
METRO Revenue Expenses Service Performance Fiscal Year FY2011 Table of Contents Section A Section B Section C Section D Section E Section F Section G Section H Summary Sales Tax Revenue Fare Revenue Operating
More informationMETRO. Fiscal Year Monthly Performance Report. Revenue Expense Ridership Performance. May 2018 (Second Quarter Fiscal Year-to Date)
METRO Fiscal Year 2018 Monthly Performance Report Revenue Expense Ridership Performance (Second Quarter Fiscal Year-to Date) 6/12/2018 Table of Contents Section A Section B Section C Section D Section
More informationDear Denver City Council Members, City Employees and Residents of Denver:
Michael B. Hancock Mayor City and County of Denver OFFICE OF THE MAYOR CITY AND COUNTY BUILDING DENVER, CO 80202-5390 TELEPHONE: (720) 865-9090 FAX: (720) 865-8787 TTY/ TTD: (720) 865-9010 September 12,
More informationMETRO. Fiscal Year 2015 Monthly Board Report. February 2015
METRO Fiscal Year 2015 Monthly Board Report Revenue Expense Ridership Performance 4/2/2015 Table of Contents Section A Section B Section C Section D Section E Section F Section G Section H Section I Section
More informationProgram Year Performance Measures
Program Year 2017 Performance Measures DocuSign Envelope ID: DD6AF45E-8C3B-4722-88C9-3752554ACC98 BOARD OF COUNTY COMMISSIONERS CARVER COUNTY, MINNESOTA DATE June 20, 2017 RESOLUTION NO. 44-17 MOTION BY
More informationBOARD OF COUNTY COMMISSIONERS CARVER COUNTY, MINNESOTA
DocuSign Envelope ID: 1AC27759-9080-4095-8343-7B9FA4844247 BOARD OF COUNTY COMMISSIONERS CARVER COUNTY, MINNESOTA DATE June 21, 2016 RESOLUTION NO. 35-16 MOTION BY COMMISSIONER Lynch SECONDED BY COMMISSIONER
More informationMETRO. Fiscal Year 2015 Monthly Board Report. September 2015 (Fourth Quarter Fiscal Year-to-Date)
METRO Fiscal Year 2015 Monthly Board Report Revenue Expense Ridership Performance (Fourth Quarter Fiscal Year-to-Date) This report is based on a preliminary closing of the year-end financials for FY2015
More informationFort Collins Strategic Planning & Budget Process
1 Fort Collins Strategic Planning & Budget Process Macro Planning Process 2013 2014 2015 2016 Elections On Board Planning Activity Strategic Plan 5 Yr View BFO 2015/2016 Execution Activity 2013 Budget
More information2012 Kalamazoo County Dashboard
2012 Kalamazoo County Dashboard STRATEGIC AREA PRIOR CURRENT STATE PROGRESS ECONOC STRENGTH ES 1: Reduce Percent Unemployed ES 2: Increase Growth in Gross Domestic Product (MSA) ES 3: Reduce Number of
More informationPolice and Fire Meet and Confer Briefing. City Council Briefing November 6, 2013
Police and Fire Meet and Confer Briefing City Council Briefing November 6, 2013 1 Overview Meet and Confer Overview 2010 Meet & Confer Agreement - Summary 2013 Proposed Meet & Confer Agreement Financial
More informationCity of Lawrence Page 1 Strategic Plan Performance Measures
City of Lawrence Page 1 Strategic Plan s Strategic Plan s Performance measures are specific metrics for each aspect of performance to be monitored. In March 2017, the City of Lawrence s Critical Success
More informationBudget Book Performance Measures nd Quarter Report
2013 2014 Budget Book Performance Measures 2013 2 nd Quarter Report July 30 th, 2013 Budget Book Measures - 2013 The following is the second quarter 2013 update on the performance measures listed in the
More informationBOARD OF COUNTY COMMISSIONERS CARVER COUNTY, MINNESOTA
DocuSign Envelope ID: E75BB82B-0070-4A19-8E73-D4AEA91AA32A BOARD OF COUNTY COMMISSIONERS CARVER COUNTY, MINNESOTA DATE June 16, 2015 RESOLUTION NO. 30-15 MOTION BY COMMISSIONER Degler SECONDED BY COMMISSIONER
More informationSurvey Conducted: November 28 - December 3,
Survey Conducted: November 28 - December 3, 2017 220-4888 Survey Methodology Conducted a Dual Mode Survey online and by telephone between November 28 - December 3, 2017 Surveys were completed using a random
More informationthe city of moreno valley CALIFORNIA POPULAR ANNUAL FINANCIAL REPORT
the city of moreno valley CALIFORNIA POPULAR ANNUAL FINANCIAL REPORT FISCAL YEAR ENDED JUNE 30,2015 Vision Statement To transform our young city into a mature community that offers its residents and businesses
More informationOWOSSO PUBLIC SAFETY Director of Public Safety Kevin Lenkart
OWOSSO PUBLIC SAFETY Director of Public Safety 202 S WATER ST OWOSSO, MICHIGAN 48867-2958 (989)725-0580 FAX (989)725-0528 MEMORANDUM DATE: October 15, 2014 TO: FROM: RE: Owosso City Council September 2014
More informationBrentwood Borough Council Dashboard and Strategic Indicators. Performance Dashboard - Fourth Quarter and Year End 2014/15
Brentwood Borough Council Dashboard and Strategic s Dashboard - Fourth uarter and Year End 214/15 Fourth uarter 214/15 Overall Council Fourth uarter 214/15 Overall Council excluding Year End 214/15 Overall
More informationChapter CONCURRENCY
Chapter 14.28 CONCURRENCY Sections: 14.28.010 Purpose. 14.28.020 Development exempt from project concurrency review. 14.28.030 Concurrency facilities and services. 14.28.040 Project concurrency review.
More informationSUMMARY OF SERVICES BY STRATEGIC PRIORITY
Public Safety City Attorney's Office Municipal Prosecution $2,287,153 $2,343,199 $2,287,153 $2,343,199 Police Legal Liaison $768,508 $785,703 $768,508 $785,703 Court and Detention Services Adjudication
More informationStrategic Plan Progress Report Goal 3 Focus. June 2014 San Francisco, California
Strategic Plan Progress Report Goal 3 Focus June 2014 San Francisco, California 1 Goal 3 focus Improve the environment and quality of life in San Francisco Objective 3.1 Reduce the Agency s and the transportation
More informationSeptember 2014 Monthly Financial Report PREPARED BY
September 2014 Monthly Financial Report PREPARED BY Financial Accounting & Reporting Division City of Phoenix Monthly Financial Report September 2014 Table of Contents by Programs Page Performance Status
More informationStrategic Plan Progress Report Goal 2 Focus. July 2015 San Francisco, California
Strategic Plan Progress Report Goal 2 Focus July 2015 San Francisco, California 1 Goal 2 focus Make transit, walking, bicycling, taxi, ridesharing and carsharing the preferred means of travel Objective
More informationSTRATEGIC PERFORMANCE MANAGEMENT REPORT Quarterly Strategic Plan Outcomes and Project Updates Q3 FY 2018
STRATEGIC MANAGEMENT REPORT Quarterly Strategic Plan Outcomes and Project Updates Q3 FY 2018 THE STRATEGIC PLAN A strategic plan is an essential component of any organization. The City s new Strategic
More informationResolution on the. Fairfax County Fiscal Year 2020 Advertised Budget. Board Approved March 21, 2019
www.fairfaxfederation.org ~ ~ P.O. Box 3913, Merrifield, VA 22116-3913 Resolution on the Fairfax County Fiscal Year 2020 Advertised Budget Board Approved March 21, 2019 Respectfully submitted to the Fairfax
More informationCOMPSTAT. Citywide Profile 01-Dec-2018 to 31-Dec Chief William Scott. DECEMBER DECEMBER NOVEMBER DECEMBER % Change % Change
COMPSTAT Citywide Profile 01-Dec-2018 to 31-Dec-2018 Population: 837,442 Area: Total sworn: 2217 48.1 square miles Figures reported in this document are accurate as of the query or extraction date. They
More informationFire Chief. Fire Suppression and Rescue
Fire Chief Govt/community/public relations Policy Administration Interagency relations Negotiation Fire Department Issues Staff Development Finance Administration Operations Fire Prevention Emergency Communications
More informationFinancial Tables BUDGET SUMMARY ACTUAL ADOPTED AMENDED RECOMM. % TOTAL ALL CITY FUNDS - EXPENDITURE BUDGET General 150
BUDGET SUMMARY 2016-17 ACTUAL ADOPTED AMENDED RECOMM. % TOTAL ALL CITY FUNDS - EXPENDITURE BUDGET General 150,772,063 157,004,711 155,448,503 158,973,765 26% Special Revenue 105,738,661 110,778,338 113,004,933
More informationThriving Leading Budget. Investing in better outcomes for residents and businesses
Living Thriving Leading Investing in better outcomes for residents and businesses Adaptability and responsiveness to current trends and future needs 2018 Budget 2018 Budget 2018 Budget at a Glance The
More informationCity of Mississauga Municipal Performance Measurements Program (MPMP) Results. For the period ending December 31, 2013
City of Mississauga Municipal Performance Measurements Program (MPMP) For the period ending December 31, Prepared by: Finance Division, Corporate Services Department City of Mississauga CITY OF MISSISSAUGA
More informationSouthern Sanitation Exhibit A Rate Structure for City of Lauderdale Lakes Effective October 1, 2016
Residential: 1.0% Curbside Service Collection $ 8.22 $ 0.12 n/a $ 8.34 $ 0.12 Disposal $ 5.62 n/a $ 0.06 $ 5.68 $ 0.06 Franchise Fee 12% $ 3.29 $ 0.02 $ 0.01 $ 3.32 $ 0.03 Subtotal $ 17.13 $ 0.14 $ 0.07
More informationStrategic Plan Progress Report Goal 4 Focus. May 2015 San Francisco, California
Strategic Plan Progress Report Goal 4 Focus May 2015 San Francisco, California 1 Goal 4 focus Create a workplace that delivers outstanding service Objective 4.1 Improve internal communications Objective
More informationUse of Municipal Hotel Occupancy Tax Revenue
Use of Municipal Hotel Occupancy Tax Revenue May be used only to promote tourism, conventions, and the hotel industry. Revenue may not be used for general revenue purposes or general governmental operations
More informationFY Budget Update
FY 2017-18 Budget Update City Council Briefing June 21, 2017 Elizabeth Reich, Chief Financial Officer City of Dallas Jack Ireland, Director Office of Financial Services City of Dallas Presentation Overview
More informationResearch Accounting & Analysis University of Washington
Research Accounting & Analysis Grant & Contract Accounting? Management Accounting & Analysis Operational Performance Dashboard for November 2 Quarter 2 FY 2 (October - December 2) Grant and Contract Accounting
More informationCITY OF RICHMOND MONTHLY FINANCE REPORT AS OF APRIL 30, 2017
CITY OF RICHMOND MONTHLY FINANCE REPORT AS OF APRIL 30, 2017 CITY OF RICHMOND DEPARTMENT OF FINANCE TABLE OF CONTENTS Letter of Transmittal I General Fund - Budgetary Comparison Schedule - Revenues 1
More informationBoard of Visitors Dashboard. September 24, 2015
Board of Visitors Dashboard September 24, 2015 Enrollment, Retention, and Graduation Rates Headcount By Level Total Enrollment Undergraduate Graduate 26,050 24,526 24,525 24,696 24,932 24,672 21,050 16,050
More informationSTRATEGIC PERFORMANCE MANAGEMENT REPORT Quarterly Strategic Plan Outcomes and Project Updates Q1 FY 2018
STRATEGIC MANAGEMENT REPORT Quarterly Strategic Plan Outcomes and Project Updates Q1 FY 2018 THE STRATEGIC PLAN A strategic plan is an essential component of any organization. The City s new Strategic
More informationTIGER IV. Benefit Cost Analysis. Minot International Airport Access Road. Minot, ND
Appendix A TIGER IV Benefit Cost Analysis Minot International Airport Access Road Minot, ND Table of Contents Summary and Findings... 3 Net Economic Impacts to North Dakota... 4 Project Matrix... Error!
More information2019 PRELIMINARY OPERATING AND CAPITAL BUDGETS
2019 PRELIMINARY OPERATING AND CAPITAL BUDGETS Overview Budget Consultation Public Engagement Budget Context and Highlights Context Preliminary Operating and Capital Budgets Highlights Revenue Expenditure
More informationIntroduction...1. Project Overview.2. Cache la Poudre River NHA Economic Impact 4. Conclusion..10. Appendix A: Glossary of Terms 11
TABLE OF CONTENTS Introduction...1 Project Overview.2 Cache la Poudre River NHA Economic Impact 4 Conclusion..10 Appendix A: Glossary of Terms 11 Appendix B: Research Methodology 12 Acknowledgements.18
More informationEstablishing a new account:
221 S. Nursery Avenue, Purcellville VA 20132 540 338 7093 Hours 8 a.m. 5 p.m. By requesting utility service from the Town of Purcellville, the customer agrees to comply with all local ordinances concerning
More informationCity of Lakewood, WA. Popular Annual Financial Report
City of Lakewood, WA Popular Annual Financial Report For the Year Ended December 31, 2017 Table of Contents What is the Popular Annual Financial Report?... 3 The City of Lakewood... 3 Snapshot of the Community...
More informationJanuary 2015 Monthly Financial Report PREPARED BY
January 2015 Monthly Financial Report PREPARED BY Financial Accounting & Reporting Division City of Phoenix Monthly Financial Report January 2015 Table of Contents by Programs Page Performance Status
More informationBSLPD. Monthly Report of September Table of Contents: Animal Services Page 1. Calls for Service Report (Central Communications) Pages 2-3
BSLPD This report provides the reader with information regarding the various units of the and gives them a snapshot of our activities and accomplishments for the reporting period. Monthly Report of September
More informationLong Term Capital Planning
Long Term Capital Planning Forecasting the 10-year capital needs and financing gap October 26, 2005 Corporate Priorities Excerpts from Short Term Action Plan chart July 2005 Develop comprehensive Capital
More informationGLWA: Working In Collaboration. Sue McCormick, CEO
GLWA: Working In Collaboration MWEA Collections Seminar October 2, 216 Sue McCormick, CEO One Water 2 Who is GLWA? VISION: We are the Service Provider of Choice in Southeast Michigan Sue McCormick, CEO
More informationSpecial City Council Meeting Agenda Consolidated as of February 1, 2019
Special City Council Meeting Agenda Consolidated as of February 1, 2019 Thursday, February 7, 2019 4:00 p.m. Council Chambers, Guelph City Hall, 1 Carden Street Please turn off or place on non-audible
More informationFY 2016/17 OPERATING BUDGET OVERVIEW. Cathy Capriola, Interim City Manager April 12, 2016
FY 2016/17 OPERATING BUDGET OVERVIEW Cathy Capriola, Interim City Manager April 12, 2016 1 April 12, 2016 Operating Budget Budget Workshop #1 April 26, 2016 Operating Budget Workshop #2 May 3, 2016 Capital
More informationCity of Los Angeles. Community Financial
City of Los Angeles Community Financial Report Summary of the Fiscal Year 214 Comprehensive Annual Financial Report @RonGalperin www.controller.lacity.org Fellow Angelenos: March 31, 215 As City Controller,
More informationTruro Police Department IDENTITY THEFT. Policy Number: OPS-6.06A Effective Date: April 20, 2008 REFERENCE: I. GENERAL CONSIDERATIONS AND GUIDELINES
Truro Police Department IDENTITY THEFT Policy Number: Effective Date: April 20, 2008 REFERENCE: Accreditation Standards: Other: I. GENERAL CONSIDERATIONS AND GUIDELINES Identity theft is the unlawful use
More informationProposed Business Plan, Operating Budget & Capital Improvement Program. Fiscal Year September 13, 2002
Proposed Business Plan, Operating Budget & Capital Improvement Program Fiscal Year 2002-2003 September 13, 2002 Changes to Fire Rescue Assessments 2002 2003 Rate Actual Proposed Inc./Dec. Residential-SF
More informationBUDGET HIGHLIGHTS ECONOMIC CONDITIONS
BUDGET HIGHLIGHTS The City s 2017-2018 Proposed Biennial Budget reflects a continued commitment to strong financial responsibility and is a framework for how the City plans to use its resources to serve
More information2016 CITY MANAGER RECOMMENDED BUDGET. Law Enforcement
2016 CITY MANAGER RECOMMENDED BUDGET Law Enforcement Law Enforcement 2016 Department Overview Motto Community First, Public Safety ALWAYS! Mission The Mission of the Snohomish Police Department is to provide
More informationFiscal Year VDOT Annual Budget June 2017
Fiscal Year 2018 VDOT Annual Budget June 2017 This Page Intentionally Left Blank Annual Budget FY 2018 2 Virginia Department of Transportation Table of Contents Overview.. 5 Revenues.. 7 Highway Maintenance
More informationStructural Financial Task Force Historical Expenditure Overview
Structural Financial Task Force Historical Expenditure Overview 1980-2011 March 2011 DRAFT 1 Overview Common understanding of the historical General Fund expenditure trends. City and County of Denver s
More informationSUMMARY OF SERVICES BY STRATEGIC PRIORITY
Public Safety Building Services Security Service for City Facilities $4,196,367 $4,262,299 $4,196,367 $4,262,299 City Attorney's Office Municipal Prosecution $2,343,624 $2,397,112 $2,343,624 $2,397,112
More informationStrategic Business Plan Department of Water Resources. Gwinnett County Department of Water Resources
g w i n n e t t c o u n t y Strategic Business Plan Department of Water Resources Gwinnett County Department of Water Resources A Message from the Director The Department of Water Resources Strategic Business
More informationFiscal Responsibility to Further Invest in the Future. Executive Committee Department of Finance May 4, 2017
Fiscal Responsibility to Further Invest in the Future Executive Committee Department of Finance May 4, 2017 1 Asset Inventory Denver s Assets Parks and Recreation $1.8B Transportation $4.7B Buildings $1.9B
More informationPolicy CIE The following are the minimum acceptable LOS standards to be utilized in planning for capital improvement needs:
Vision Statement: Provide high quality public facilities that meet and exceed the minimum level of service standards. Goals, Objectives and Policies: Goal CIE-1. The City shall provide for facilities and
More informationFY15 APPROPRIATIONS. Specific highlights for the General Fund, Special Capital
FY15 APPROPRIATIONS The following sections will provide highlights on changes to budgeted appropriations from FY14 to FY15. OPERATING BUDGET HIGHLIGHTS The total Operating Budget for FY15 has increased
More information2017 Quality of Life and Citizen Satisfaction Survey
2017 Quality of Life and Citizen Satisfaction Survey Presentation Presented by: Jamie Duncan Vice President, Canada Ipsos Public Affairs Krista Ring Manager, Customer Experience & Research Customer Service
More informationFrequently Asked Questions
Frequently Asked Questions Frequently Asked Questions If my home value goes up, does the City get more taxes? Where do my property taxes go? What is the difference between Regional and City services? How
More informationTransmittal Letter. February 12, Mr. Chairman and Members of the Board: Transmittal Letter
Transmittal Letter February 12, 2013 Mr. Chairman and Members of the Board: On behalf of Prince William County government staff, I am pleased to deliver the Prince William County Executive s Proposed FY
More informationResearch Accounting & Analysis University of Washington Operational Performance Dashboard
Research Accounting & Analysis University of Washington Operational Performance Dashboard September 26 Quarter 1 - Fiscal Year 7 Grant and Contract Accounting Mission As a professional accounting team,
More informationG\i]fidXeZ\ ;Xj_YfXi[ Tacoma, WA
Tacoma, WA The International City/County Management Association (ICMA) is the professional and educational organization for appointed administrators and assistant administrators in local government. The
More informationDistrict of North Saanich 2019 Dra Budget
District of North Saanich 2019 Dra Budget Budget in Brief Each year, the District develops an annual budget outlining how tax dollars are invested to support our residents and community. We include a five-year
More informationOperating Budget Overview 2019
OPERATING BUDGET Operating Overview 2019 Introduction In planning for a vibrant, healthy and sustainable community, the Town of Halton Hills is committed to providing community leadership on issues of
More informationTHE CORPORATION OF THE CITY OF SAULT STE. MARIE
Consolidated Financial Statements of THE CORPORATION OF THE CITY OF SAULT STE. MARIE Consolidated Financial Statements Page Management s Responsibility for the Consolidated Financial Statements... 1 Independent
More informationResidential Street Improvement Plan
Residential Street Improvement Plan Introduction Aging infrastructure, including streets, is a nationwide problem and it is one of the biggest challenges facing many cities and counties throughout the
More information2019 preliminary operating and capital budgets
Slide 1 Standing Policy Committee on Protection and Community Services and Parks March 8 th, 2019 2019 preliminary operating and capital budgets Winnipeg Fire Paramedic Service Slide 2 Service insights
More informationCIT Y OF SALINAS CIT Y COUNCIL STUDY SESSION September 26, 2017
CIT Y OF SALINAS CIT Y COUNCIL STUDY SESSION September 26, 2017 Base Pay Additional Pays -Auto Allowance -Bilingual Pay -Canine Officer -Certification Pay (30+) -Commercial Driver s Lic -Community Relations
More informationSolid Waste & Recycling
Solid Waste & Recycling The Solid Waste & Recycling Fund accounts for the activities of Chatham County's waste management, including the collection sites, hauling, and disposal costs. The Solid Waste &
More informationFY Annual Budget: Mobility Solutions, Infrastructure, & Sustainability
FY 2018-19 Annual Budget: Mobility Solutions, Infrastructure, & Sustainability City Council Briefing August 15, 2018 Majed Al-Ghafry, Assistant City Manager Overview FY 2018-19 Budget by Strategic Priority
More informationMurphy & Murphy, CPA, LLC
THE COUNTY COMMISSIONERS FOR ST. MARY S COUNTY, MARYLAND FINANCIAL STATEMENTS AND SUPPLEMENTARY INFORMATION WITH INDEPENDENT AUDITOR S REPORT YEAR ENDED JUNE 30, 2008 Murphy & Murphy, CPA, LLC Table of
More informationC I T Y O F B O I S E
C I T Y O F B O I S E D E P A R T M E N T O F F I N A N C E A N D A D M I N I S T R A T I O N Office of Budget Development & Monitoring Economic Brief Shannon Cade, Financial Analyst & Brent Davis, Budget
More informationDuring the 5:00 pm workshop Monday, department heads and I will present a quarterly update on our strategic plan initiatives.
October 21, 2011 To: From: Subject: Mayor Bemrich and City Council David Fierke, City Manager Strategic Plan Update ACTION: For Discussion Monday, October 24, 2011 During the 5:00 pm workshop Monday, department
More informationAPPENDIX D PUBLIC SERVICES LETTERS AND CORRESPONDENCE
LSA ASSOCIATES, INC. SEPTEBER 2016 DRAFT ENVIRONMENTAL IMPACT REPORT GENERAL PLAN LAND USE & URBAN DESIGN ELEMENTS CITY OF LONG BEACH, CALIFORNIA APPENDIX D PUBLIC SERVICES LETTERS AND CORRESPONDENCE P:\CLB1505\Preprint
More informationPriority-based Budgeting 2019 Budget Survey
Priority-based Budgeting 2019 Budget Survey In preparation for the 2019 Budget, the City of Evanston is pursuing a process to better align spending with community priorities, called Priority-Based Budgeting.
More information1.0 CITY OF HOLLYWOOD, FL
1.0 CITY OF HOLLYWOOD, FL PAVEMENT MANAGEMENT SYSTEM REPORT 1.1 PROJECT INTRODUCTION The nation's highways represent an investment of billions of dollars by local, state and federal governments. For the
More information